Transactional leadership, supply chain quality and business performance in the fast-moving consumer goods industry

Jacobs, Ettiene; Mafini, Chengedzai

doi:10.4102/jtscm.v13i0.442

Cited by 7 publications

(10 citation statements)

References 44 publications

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“…Given the continent's growing population and Gross Domestic Product (GDP), Africa is likely to become the most potent territory for several industries, particularly the Fast Moving Consumer Goods (FMCG) industry, including packaged food, consumer electronics, beauty and personal care . The FMCG industry is a strategically important contributor to economic growth (Jacobs & Mafini 2019). Africa's consumer spending will exceed the global average in the years to come.…”

Section: Introductionmentioning

confidence: 99%

“…Notably, a company that wants to expand into Africa should have a plan for doing good, while doing well (Chironga, Desvaux & Leke 2019;Leke et al 2018;Swaniker 2018). Furthermore, African FMCG businesses need leadership development interventions (Jacobs & Mafini 2019). Therefore, it seems fair to suggest that a gap exists for African FMCG businesses to improve leadership capacity to realise their potential.…”

Section: Introductionmentioning

confidence: 99%

“…Leadership skills development initiatives are built on questionable assumptions (Cohen 2019;Eberly et al 2013) and are not building the necessary leadership skills to improve the leadership capacity required in African FMCG businesses (Chironga et al 2019;Cohen 2019;Cullen-Lester et al 2017;Eberly et al 2013;Jacobs & Mafini 2019;Leke et al 2018).…”

Section: Introductionmentioning

confidence: 99%

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A proposed leadership skills development model for African FMCG business-networks: Super-Cube®

Muller

Pelser

2022

South African Journal of Economic and management Sciences

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Background: Predictions suggest Africa's combined Gross Domestic Product (GDP) will be amongst the fastest growing on earth in the next two decades. An expectation is that the majority of African homes will enter the consumer class, and educational performance will improve significantly within the next two decades. Nonetheless, organisations competing in Africa face numerous challenges. These include its size and complexity, transformational population growth, an abundance of talent but a lack of skills, a scarcity of large companies, the relatively small size of big companies, a poorly understood business environment, conflict, poverty and corruption. To successfully address these challenges, entrepreneurial energy and a strategy to develop leadership skills at scale is required. Aim:The purpose of this study was to develop and assess whether a leadership skills development model which integrates six conceptual constructs is valid as a model for developing leadership skills in African fast-moving consumer goods (FMCG) businessnetworks. Method:The study took a pragmatic approach and followed an explanatory sequential design typology. An initial quantitative stage was conducted. Using inductive thematic interpretation methodology, the qualitative results helped explain the initial quantitative results. Applying confirmatory factor analysis, three data-model fit tests gave empirical evidence that the leadership skills development model was a good model fit. Findings:The outcomes and practical value of this study included a theoretically relevant, empirically validated leadership skills development model, Super-Cube ® for African FMCG (Fast Moving Consumer Goods) business-networks, as well as a range of recommendations on how to develop leadership skills throughout Africa. Conclusion:Leadership skills development is complex, especially in a rapidly changing environment. This study is the first that proposes a leadership skills development model for African FMCG business-networks that directly contributes to the discipline of leadership and leadership development.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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A proposed leadership skills development model for African FMCG business-networks: Super-Cube®

Muller

Pelser

2022

South African Journal of Economic and management Sciences

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“…Even though there have been many studies which have explored leadership role in driving business performance, there is relatively limited understanding of variations in leadership styles that effectively augment business performance and growth. Typical leadership styles in previous studies on business performance are charismatic, transformational leadership and transactional leadership (Paudel 2019;Arif & Akram 2018;Jing 2017;Leitch & Volery 2017;Madanchian et al 2016;and Jacobs & Mafini 2019). Nonetheless, this study aims to add values to the knowledge of leadership within the MSEs context by analyzing Entrepreneurial Leadership (EL).…”

Section: Introductionmentioning

confidence: 97%

Entrepreneurial Leadership in the Micro and Small Enterprises (MSES) Research Context: A Literature Review

Ishak¹,

Omar²,

Manaf³

2021

IJARBSS

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The review aims to provide an understanding of the recent concepts in leadership for managing turbulent and dynamic business contexts. The objective of this paper is to disseminate a rigorous understanding of the Entrepreneurial Leadership (EL) concept through a narrative literature review covering definitions, dimensions and trends of recent studies on the topic. The effort expected to encourage more studies on EL and organizational performance within the specific context of the Micro and Small Enterprises (MSEs) in developing countries. The discussion uses the narrative or traditional type of literature review. Based on the review, EL is a stimulative type of leadership that inspires towards an entrepreneurial orientation behaviours throughout an entire organization. Entrepreneurial leaders are individuals who, through an understanding of themselves and the contexts in which they work, act on and shape opportunities that create value for their organizations, their stakeholders and the wider society. The EL field is still evolving and there are many areas for future researchers to engage in studying the effects of EL. Currently, research trends on EL can be segregated into two stages. The current trend is now focusing on the 2 nd stage involving empirical studies on the process model related to the effects of EL on small business performance. This study contributes to the existing literature on Entrepreneurial Leadership (EL) that is essential to sustain and re-develop micro and small businesses.

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“…This is very necessary in facing economic competition in every region such as AFTA (Asean Free Trade Area) since supply chain integration policies can maintain sustainable company growth and earn profits (Birasnav, 2013). This causes companies to always try to operate efficiently and flexibly in their supply chains to be able to compete because it can increase the company's flexibility (Huo et al, 2021;Jacobs & Mafini, 2019;Jermsittiparsert & Srihirun, 2019).…”

Section: Introductionmentioning

confidence: 99%

The effect of supply chain operational capabilities in consolidating organizational compatibility of supply chain process integration and business performance

Cahyaningratri¹,

Naylah²

2023

10.5267/j.uscm

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Medium and large industries are vital businesses that have an important role in economic development and growth in Indonesia, with abundant job opportunities available in these industrial sectors. This study aims to examine the effect of supplier integration, internal integration, and relationship management to customer relationships on operational performance and business performance, and the role of operational performance variables as a mediation. The data taken were 210 respondents involved in various industries in Central Java, Indonesia and then analyzed and processed using IBM SPSS Statistic software version 24 and Smart PLS 3.0 (Smart Partial Least Square). The sampling technique used in this study was purposive sampling. Data obtained directly from respondents who met the characteristics of the population determined by distributing questionnaires. Based on the test analysis results, it was found that the supplier integration, internal integration, and relationship management to customer variables had a significant positive relationship on operational performance and business performance. It was also observed that operational performance mediated the effect of supplier integration, internal integration, and relationship management to customer on business performance.

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Transactional leadership, supply chain quality and business performance in the fast-moving consumer goods industry

Cited by 7 publications

References 44 publications

A proposed leadership skills development model for African FMCG business-networks: Super-Cube®

A proposed leadership skills development model for African FMCG business-networks: Super-Cube®

Entrepreneurial Leadership in the Micro and Small Enterprises (MSES) Research Context: A Literature Review

The effect of supply chain operational capabilities in consolidating organizational compatibility of supply chain process integration and business performance

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